Not long ago I wrote what turned out to be a very popular blog entry detailing some of the characteristics of ineffective leaders. I followed that up with another entry on the type of leader progressive companies are after. I am now adding to the discussion an incentive plan measure on Leadership Effective found in Incentive Plan Builder.
The ability to attract, retain, develop, and motivate others to achieve results that contribute to the company's overall success.
This measure is frequently selected without much consideration as to how it will be measured. It is essential when selecting this measure to clarify in advance the desired improvement, how they will be measured,and who will do the measuring. For a more complete description of how to do this, see Even If you Can't Measure It You Can Still Use It.
WHEN TO USE THIS MEASURE
Use this measure when you have a manager who has leadership potential but has not yet realized their full potential. If you use this measure, expect to give regular feedback and coaching. Do not just create the measure, drop it onto an incentive plan, and forget about it until the year ends. This will lead to frustration and ultimately failure. This should be considered a discretionary measure in that it will not be measurable but it will be observable. Success will be determined by the participant's manager, perhaps with input from others.
HOW TO USE THIS MEASURE
Consider using some or all of the following elements:
- STRATEGIC THINKING -- Takes a broad business perspective and creates effective plans and strategies for accomplishing critical objectives.
- KNOWS THE BUSINESS -- Understands the complexities and key factors impacting the business.
- COLLABORATES -- Builds effective trusting relationships with staff and co-workers. Models proper behavior for others to follow in how to work as a team. Resolves disputes rapidly and effectively.
- LEADS CHANGE -- Supports company direction and effectively communicates this direction to staff.
- ENGENDERS TRUST & RESPECT -- Emphasizes the importance of ethical decisions and actions. Goes beyond self-interest for the good of the group.
- HIGH PERFORMING TEAM -- Recruits develops coaches and manages staff to high levels of performance. Helps team members understand how their performance effects the business. Quickly addresses issues that are inconsistent with the company's vision and direction. Makes good hires and selects candidates with appropriate skills and qualities.
- INSPRITES AND MOTIVATES -- Articulates a compelling vision of the future, builds confidence that goals will be achieved, talks optimistically and realistically about the future.
- DEVELOPS PEOPLE -- Helps staff identify areas of improvement, unique needs, and aspirations. Works closely with them to achieve these goals. Approaches performance management as an important ongoing day-to-day process that involves regular feedback reward and recognition. Provides constructive specific feedback (both positive and negative.) Takes time to provide one-on-one coaching.
- LEADERSHIP INTEGRITY -- Demonstrates ethics and integrity adheres to a core set of values and holds staff accountable to same. Consistently models behaviors that are in the Company's best interest. Follows through on commitments to others. Is honest and forthright. Accept responsibility for mistakes.
- BREAKTHROUGH THINKING -- Encourages others to look at problems from various angles, challenges assumptions, seeks and provides differing perspectives.
- RELATIONSHIP BUILDING -- Develops effective relationships and alliances within the company as well as outside the organization. Gains collaboration and support from others.
- ACCOUNTABILITY -- Takes personal responsibility for driving outstanding business results. Sets challenging but achievable goals for self and others. Maintains commitment in the face of obstacles and frustrations. Accepts responsibility for the quality and integrity of work. Demonstrates a strong sense of urgency about solving problems and achieving goals.
- MANAGES DIFFERENCES -- Creats an environment that recognizes the value of differing points of view, incorporates cross-cultural and diversity concepts into everyday business activities.
This should be considered a discretionary measure in that it will not be measurable but it will be observable. Success will be determined by the next level manager with input from others.
WHO IS THIS MEASURE BEST SUITED FOR?
This measure is useful for any person who has leadership potential but has not yet realized their full potential.
- Employee Development
- People Management & Development
- Performance Reviews
- Workforce Diversity
- Employee Satisfaction
- Creativity & Innovation
- Performance Management